BCOR 3030 - EXAM 2 QUESTIONS AND ANSWERS WITH
COMPLETE SOLUTIONS VERIFIED GRADED A++
The stakeholder model?
Finding integrative solutions for a modern, interconnected world.
Stakeholder model of social responsibility?
Prioritize long-term survival and consider the interests of all stakeholders.
Team decison making is efficeint for
Complex tasks; Novel, unfamiliar tasks; Division of labor is possible; Creativity and
innovation are essential; Cooperation or "buy-in" is required
Self-fulfilling prophecy
Our expectations of others influence our behavior towards them.
EX. how do managers respond to "high performers" versus "bad performers"
Self-serving attributions
About yourself: Taking credit for OUR successes, blaming external causes for failures
Fundamental attribution error
About others behavior: Overestimating personality, underestimating situational
influences
Actor-observer effect
about me AND the other person: Attributing OWN actions to external circumstances, but
others' actions to THEIR personal characteristics
Attributions internal/external
, Internal/dispositional: something about the person is primarily responsible for the
outcome; personality, ability, motivation
External/situational: Something about the situation is primarily responsible for the
outcome; task, difficulty, luck
Ultimate attribution error
Team oriented: Applying self-serving bias to in-group members, not out-group
members.
EX: out-group members doing bad = internal attribution. In-group members doing bad =
external cause.
Social Loafing
tendency for individuals to lower their work effort as group size increase
Free riders/social loafers
- produce low quality work
- cause others to work harder
- distract the group
Guarding against loafing
1. Limiting group size
2. ensuring equity of effort
3. holding people accountable
4. offering hybrid rewards
Functional Teams
COMPLETE SOLUTIONS VERIFIED GRADED A++
The stakeholder model?
Finding integrative solutions for a modern, interconnected world.
Stakeholder model of social responsibility?
Prioritize long-term survival and consider the interests of all stakeholders.
Team decison making is efficeint for
Complex tasks; Novel, unfamiliar tasks; Division of labor is possible; Creativity and
innovation are essential; Cooperation or "buy-in" is required
Self-fulfilling prophecy
Our expectations of others influence our behavior towards them.
EX. how do managers respond to "high performers" versus "bad performers"
Self-serving attributions
About yourself: Taking credit for OUR successes, blaming external causes for failures
Fundamental attribution error
About others behavior: Overestimating personality, underestimating situational
influences
Actor-observer effect
about me AND the other person: Attributing OWN actions to external circumstances, but
others' actions to THEIR personal characteristics
Attributions internal/external
, Internal/dispositional: something about the person is primarily responsible for the
outcome; personality, ability, motivation
External/situational: Something about the situation is primarily responsible for the
outcome; task, difficulty, luck
Ultimate attribution error
Team oriented: Applying self-serving bias to in-group members, not out-group
members.
EX: out-group members doing bad = internal attribution. In-group members doing bad =
external cause.
Social Loafing
tendency for individuals to lower their work effort as group size increase
Free riders/social loafers
- produce low quality work
- cause others to work harder
- distract the group
Guarding against loafing
1. Limiting group size
2. ensuring equity of effort
3. holding people accountable
4. offering hybrid rewards
Functional Teams
